Computer-implemented system for human resources management

ABSTRACT

A system and method for testing and/or evaluating employees or potential employees is disclosed. A computer arranges a plurality of applicants in a stack ranked table. The table may rank or re-rank applicants against each other, from best to worst, after successive screening, selecting, and/or interviewing stages for a particular job. Performance evaluations of hired workers may be fed back to the computer for adjusting the system and method. Competencies shown to be predictive of successful performance of a given type of job are tested for at various stages in an online testing system.

RELATED APPLICATION

This application claims the benefit of U.S. patent application Ser. No.09/878,245, filed Jun. 12, 2001, which claims priority to U.S.Provisional Application No. 60/211,044, filed Jun. 12, 2000, which isincorporated herein in its entirety by reference.

BACKGROUND OF THE INVENTION

To prevent discrimination in job hiring and promotion, in 1978 the U.S.Federal Government established rigorous standards known as the “UniformGuidelines” for the use of testing and screening instruments used todistinguish among candidates for a given position. (41 CFR §§60-3).These standards are designed to prevent testing and screeninginstruments from creating an adverse impact on any minority or protectedgroups during the hiring or promotion of employees.

Over the last twenty years, a number of test booklets have beendeveloped and published by various publishers in compliance with the“Uniform Guidelines.” One example is the Customer Service & ClericalPotential Inventory (“CSCPI”) developed by Richardson, Bellows, Henryand Co., Inc. The CSCPI is unlike most other tests in that responses arenot right or wrong in the traditional sense. Instead, the performance ofthe group picking each individual item alternative has beenstatistically correlated across large samples of potential and actualemployees for a position so as to create a test that can produce a totalscore for that position. This total score may legally be used as afactor in the hiring or promotion process.

With the advances in computer systems and the advent of the Internet,many different aspects of human resources management have beencomputerized, including online recruiting. In large part due to therigorous standards imposed by the “Uniform Guidelines,” such onlinerecruiting systems use only certain minimum candidate qualifications(e.g., college level degree, possesses a driver's license, number ofyears experience for a skill) as a way of identifying potentialcandidates for a position. It has generally been accepted in the humanresources profession that choosing among potential candidates based onlyon minimum candidate qualifications will not run afoul of the rigorousstandards imposed by the “Uniform Guidelines”.

Accordingly, it would be desirable to provide a computer-implementedsystem for human resources management that could overcome theselimitations and provide further advantages in the testing and/orevaluating employees or potential employees.

SUMMARY OF THE INVENTION

The present invention is an electronic prediction system for assessing asuitability of job applicants for an employer. The electronic predictionsystem includes a plurality of terminals connected to the Internet, anapplicant screening server connected through the Internet to theterminals that has a testing computer program that stores test data. Awebsite identified is configured to present application questions to theapplicants at the terminals and to receive applicant responses enteredat the terminals in response to presentation of the applicationquestions. The application questions include requirements questionseliciting information on whether the applicants meet employmentrequirements and a set of validated questions validated by correlatingjob performance ratings of a plurality of hired workers with previousresponses given by the workers to the application questions before theworkers were hired. The set of validated questions is a short subset ofa large assessment selected to serve as a fast job-related pre-screen. Ascoring system automatically scores the applicant responses in realtime. The scoring system compares the applicant responses forrequirements questions to employer requirements and being validated topredict both performance and turnover potential. A scoring database isconnected to the applicant screening server. An applicant input systemlocated on the employer's premises is configured to administer anin-depth assessment to an applicant at the employer's premises after theapplicant has come to the employer's premises and logged on. A viewingsystem permits the employer to view applicant results from theelectronic prediction system and the applicant's rank order, theapplicant results providing information on applicants who have a highprobability of performing successfully and not terminating early

BRIEF DESCRIPTION OF THE DRAWINGS

FIG. 1 provides a block diagram of an exemplary system in accordancewith the present invention.

FIG. 2 illustrates a process for testing and evaluating job applicantsin accordance with an embodiment of the present invention.

FIG. 3 depicts a hiring procedure in accordance with one embodiment ofthe invention.

FIG. 4 is a block diagram of a process employing feedback.

FIG. 5 diagrams an online system in accordance with one embodiment ofthe invention.

FIG. 6 shows an example of a web-based presentation for a screeningsolution.

FIG. 7 shows an example of a stack ranked table.

FIG. 8 shows an example of a screening solution question presented to anapplicant taking a screening solution test over the Internet.

FIG. 9 shows an example of a structured interview guide for use in aninterview solution.

FIG. 10 illustrates procedural steps that may be followed in a web-basedapplicant system according to an embodiment of the present invention.

FIG. 11 illustrates procedural steps that may be followed in a web-basedselection

FIG. 12 illustrates procedural steps that may be followed by an employeraccording to an embodiment of the present invention.

FIG. 13 illustrates a human capital management life-cycle.

DETAILED DESCRIPTION OF THE DRAWINGS

A system for testing a job applicant provides a computerized stackranking of multiple applicants, predictive of the comparative levels ofsuccessful job performance. The predictive stack ranking may be used asa dynamic interactive filter with a pool of applicants over the courseof the evaluation or employment process. The system may utilize acommunications network to communicate between an applicant terminal anda system server.

The system may be used for example for screening, selecting, retaining,assigning, or analyzing the job applicant. The job applicant can forexample be a new job applicant, an employee seeking to retain a job, anemployee seeking a different job in the same organization, or anemployee being evaluated for retention, re-assignment, or promotion.Applicants may or may not know they are being evaluated.

Once an applicant becomes an employee, the system may collect dataregarding the employee for use in a feedback loop informing the onlinehiring process and improving the accuracy of the predictive stackranking. For example, the data may indicate the employer's rating of theemployee's actual job performance. Such a rating can be cross-checkedagainst the answers that the employee gave during the applicationprocess. The cross-checking can be used as feedback to refine thequestions and evaluation criteria used at each stage of the hiringprocess. For example, the cross-checking may be analyzed to select fromamong many questions a small subset having high predictive value. Thesmall subset can then be used in a quick initial screening stage. Or,the small subset can be given greater weight than other questions in acomputerized stack ranking of candidates.

FIG. 1 provides a block diagram of an exemplary system in accordancewith the present invention. A job applicant can use applicant terminal102 to communicate over network 104 with system server 106. Applicantterminal 102 may for example be a telephone handset, a personalcomputer, a workstation, a handheld wireless device such as thosemarketed under the trademarks PALM or HANDSPRING, or a WirelessApplication Protocol enabled device such as a mobile phone. Network 104may for example be the Internet, the World Wide Web, a wide areanetwork, a local area network, a telephone network, a wirelesscommunication network, a combination thereof, or any other link capableof carrying communications between an applicant terminal and a server.

System server 106 employs a testing computer program 108 and has accessto a scoring database 110. System server 106 communicates with applicantterminal 102 in accordance with instructions from testing computerprogram 108.

System server 106 may communicate with employer server 112 over network104 or over direct link 114. System server 106 is shown as a unitaryserver, but may be a distributed computing platform.

An applicant terminal may be remote from, or co-located with, systemserver 106 and/or employer server 112. For example, applicant terminal102 may be located at a job applicant's home, applicant terminal 116 maybe located at a job fair or employment office, and applicant terminal120 may be located at an employer's location.

Partner server 121 may be linked to network 104 and system server 106 tofacilitate integration of a business partner seeking to participate inthe system of FIG. 1.

System server 106 may pose questions to a job applicant located at anapplicant terminal, receive responses from the job applicant, and scorethe answers in accordance with scoring database 110. The scoring maytake place in real time, i.e., while the applicant is still online, andmay be reported in the form of a comparative stack ranking of multipleapplicants. The stack ranking may be delivered from system server 106,over either network 104 or direct link 114, to employer server 112.

Scoring of each answer by system server 106 may be instant, i.e., beforethe next question is answered. Thus, adaptive testing techniques may beimplemented over network 104. For example, the answers given by anapplicant at applicant terminal 102 to questions propounded early in atest may determine which questions are propounded by system server 106to the applicant later in the same test. In addition, if an applicant atterminal 102 provides an unacceptable answer to a disqualifying“knock-out” question, server 106 may immediately terminate the test.

These same adaptive testing principles may be applied to a softwareprogram used to support a real time interview, either in person or overa communications network. For example, an employer conducting an oralinterview in person or over a telephone can enter a candidate's oralanswer into employer terminal 124, which then communicates the answer tosystem server 106, which in turn suggests via employer terminal 124 thenext question for the employer to ask the interviewee.

The system may test an online applicant for any competency desired, inany sequence. The tested competencies may be abilities, traits,knowledge, skills, etc., that have been proven relevant to andpredictive of successful job performance. By way of example and notlimitation, the following competencies may be tested:

1. dependability

2. agreeableness

3. critical thinking

4. problem solving ability

5. talkativeness

6. assertiveness

7. gregariousness

8. persuasiveness

9. achievement

10. education

11. experience

12. customer service orientation

13. customer focus

14. conscientiousness

15. self-confidence

16. motivation

17. revenue focus

18. cognitive ability

19. leadership

20. decision making

21. flexibility

22. commitment

23. learning ability

24. dedication

25. tenacity

26. number of jobs held

27. length of time in job(s)

28. working with information

29. supervisory potential

30. judgment

31. leadership

32. coaching skills

33. teamwork

34. interpersonal skills

35. business leadership

36. leadership motivation

37. self-leadership

38. interpersonal leadership

39. communication skills

40. management potential

41. likelihood of retention

42. self-control

43. energy

44. executive potential

45. listening orientation

46. language skills (English, etc.)

47. verbal reasoning

48. spatial ability

49. interest

50. motivation

Typically, system server 106 tests for certain ones of the competenciesthat have been proven to be predictive of successful performance of thetype of job for which the applicant is being considered. The results ofthe testing are tabulated in a stack ranked table. The stack rankedtable may rank a number of applicants against each other and list themin order, from first to last. The table may also present otherinformation for each applicant. The other information may include, byway of example and not limitation:

1. Name

2. Identifying number (e.g. social security number).

3. Score achieved at various stages for various competencies.

4. Recommendation (or not) to continue the hiring process beyond eachstage

5. Link to application information (e.g. address, resume details)

6. Contact information (phone number, e-mail address, mailing address,etc.)

7. Date of application

8. Success or failure in complying with knockout requirements for thejob

9. Screening solution scores, presented as percentiles

10. A calculated recommendation to proceed or not to proceed with theapplicant

11. Results (by competency) of the selection solution

12. Link to allow manual entry of the test answers if not done oncomputer directly by the applicant

13. A calculated recommendation to hire or not hire based on a weightedoverall score of selection competencies (or other factors the hiringcompany wishes to use and that are approved as statistically valid andlegally defensible)

14. Additional columns for storage of data from a structured behavioralinterview

15. Additional columns for storage of data from other decision-makingprocesses such as drug testing, reference checks, or medical exams.

A process for testing and evaluating job applicants may be describedwith reference to FIG. 2. Generally, applicant testing 201 includesproviding a test to a job applicant and scoring the applicant's answers.The test may be administered online or it may be administered manuallyoff-line. Scores are entered into a system for calculating a stackranked table. Predictive stack ranking 202 generally includes ranking ajob applicant against other job applicants in order from first to lastor other comparative ranking. The other job applicants may be currentjob applicants, past job applicants, or fictional job applicants.

FIG. 3 depicts a hiring procedure in accordance with one embodiment ofthe invention. Announcement 302 may be an online job announcement suchas a web page with an “apply now” hyperlink icon. The web page mayreside on an employer's website or an employment agency website, forexample. Or, an online job announcement may be a recorded announcementon a menu-driven telephone voice processing system. Alternatively,announcement 302 may be an offline job announcement such as a newspaperadvertisement.

In response to announcement 302, an interested job applicant requestsadministration of screening test 304. Screening test 304 may be remotelyadministered and scored online, i.e., unproctored, with the scores beingautomatically provided to correlation and predictive stack ranking 306.Alternatively, screening test 304 may be administered manually withpaper and pencil, and then graded by hand or machine, with the scoresbeing provided to correlation and predictive stack ranking 306. Thepredictive stack ranking may for example be constructed by system server106 or employer server 112.

Correlation and predictive stack ranking 306 totals the graded answersaccording to particular competencies known to be relevant to successfuljob performance. In a preferred embodiment, the questions to be asked atthe various stages are selected for a particular type of job beingoffered in accordance with a proven relationship with desired businessoutcomes. Business outcomes can for example include: level of sales,customer satisfaction, quality measures such as fault rates, retentionand tenure of employment, time keeping, learning ability, progression tomore senior roles over time, and supervisor ratings of behavioralsuccess. The particular type of job is defined in conjunction with theU.S. Department of Labor “O*NET” classification system. Some types ofjobs might include customer service, technical, professional, ormanagerial. Various competencies are determined to be associated withdesired business outcomes for a given type of job. These competenciesare tested for at various solution stages with appropriate questions.

The appropriate competencies, questions, scoring, weighting, and rankingfactors for a new job can be designed from historical tests for existingjobs, by applying statistical techniques and using the gathering of dataon the Internet to ensure rapid validation of the new assessmentsolution. Confirmatory job analysis is used to determine theappropriateness of solutions for a particular job.

Correlation and predictive stack ranking 306 may be administered by acomputer processor located at system server 106, for example. Predictivestack ranking 306 may give different weight to different questions, andmay at any stage immediately disqualify an applicant providing anunacceptable answer to a “knock-out” question. Correlation andpredictive stack ranking 306 may rank the applicant in order againstother job applicants in a table. Correlation and predictive stackranking 306 may be used to decide which applicants to invite for thenext stage, selection test 308.

Selection test 308 is preferably conducted under supervised conditions,i.e., proctored. For example, selection test 308 may be administered inperson. An in-person test may take place at a job fair, an employer'slocation, a job site, or an employment agency. An in-person test mayinclude verification of the job applicant's identity, such as byexamination of a photo identification document produced by a test-taker.Selection test 308 may be administered online or manually. Supervisedconditions typically include observation of the test-taker duringadministration of the test. The answers to selection test 308 are gradedand the results are incorporated in correlation and stack ranking 306.

Correlation and predictive stack ranking 306 may then update apreviously created entry for the applicant and rank or re-rank theapplicant in order against other job applicants. After this isaccomplished, the highest ranking applicants may be invited forinterview 310.

Interview 310 may be structured or unstructured, online or in person. Ifinterview 310 is structured, a program leads the interviewer through theinterview by suggesting questions one at a time. The program may be alist of questions written on paper or it may be a computer programresident for example in system server 106. The program suggestsquestions that are predetermined to be valid, i.e., proven to beassociated with successful job performance and legally permitted. Theinterviewer can input the answers and/or a score for the answers, eitherafter each answer or at the conclusion of the interview. This can bedone via employer terminal 124, for example.

Interview 310 results in an interview score being provided to predictivestack ranking 306. Correlation and predictive stack ranking 306 isrevised to reflect the interview score. In particular, the relative rankof the job applicants is reassessed.

FIG. 4 is a block diagram of a process employing feedback. Test design402 is initially performed using industry-accepted standards. Testadministration 404 tests and scores job applicants and/or incumbents.Employee performance evaluation 406 measures actual job performance ofthe applicant or incumbent after holding the job for a period of time.This information is fed back to test design 402 and/or testadministration 404. Test design 402 may be revised to delete questionswhich were not predictive of successful job performance. This can bedone for example by deleting questions whose answers bore no relation toperformance evaluation 406 for a statistically valid sample. Testadministration 404 may be revised by adjusting the weight given tocertain questions or answers that showed an especially strongcorrelation to employee performance evaluation 406. For example, if testadministration 404 is associated with correlation and predictive stackranking 306, feedback from employee performance evaluation 406 may helpdetermine how various job applicants are comparatively ranked againsteach other.

FIG. 5 diagrams an online computer based system 500 in accordance withone embodiment of the invention. Box 502 represents a job vacancy with arequirement for an online screening and selection solution. The vacancycan come to the attention of a potential job applicant in a number ofways.

For example, box 504 represents an online application via a hiringcompany's own website. A company offering a job may post a vacancyannouncement on the company's website and invite job seekers to apply byclicking on an icon labeled “apply here” or the like. Box 506 representsa similar posting on an online job board. Box 508 represents candidatesgiven a Uniform Resource Locator (URL) directly by the company. This mayoccur when the company offering a job identifies a potential candidate.Box 510 represents a media advertisement including a URL for a job.Thus, job seekers observing the advertisement can direct their browsersto the indicated URL.

At job fair 512, job seekers may be provided a URL associated with thecompany or the particular vacancy. Paper-and-pencil measures could alsobe used at job fairs and entered into the system. A computer terminalmay be provided for use of job seekers at job fair 512, enabling jobseekers to participate in the online system. Box 514 represents anexecutive search via a recruiter network. Job seekers relevant to thesearch are identified in recruitment firm applicant database 516.Database 516 can link to a URL associated with the job.

Preferably, no matter how a potential applicant becomes aware of oridentified for a job opening in system 500, the potential applicant isconsidered at decision 520. Decision 520 asks whether applicant hascompleted the required screening solution 524. If not, the applicant atbox 522 is given via e-mail, mail, or in person, a URL for assessment.For example, system 500 may send an e-mail message to a potentialapplicant, the e-mail message inviting the potential applicant to applyfor vacancy 502 by directing a browser to a screening solution URLprovided in the e-mail message. Alternatively, when a potentialapplicant is visiting a website at which decision 520 determines thatthe required screening solution has not been completed, the website hostcan provide a link to a web page identified by the screening solutionURL. Decision 520 may be based on a potential applicant's name, e-mailaddress, and/or other identifying information.

Screening solution 524 is administered via the Internet and is hosted atthe screening solution URL mentioned above. Screening solution 524 asksscreening questions to ascertain if the applicant has the basicqualifications to do the job. These are based on questions typicallyasked by recruiters but which are statistically validated over time toensure they are legally defensible and predictive. The questions mayinclude a combination of biodata and personality measures. They mayinclude self-assessments of skill levels appropriate to the jobrequirements. Screening solution 524 requires applicants to transmitelicited information over the Internet. A possible example of aweb-based presentation for screening solution 524 is illustrated in FIG.6. Screen shot 600 shows a portion of the presentation.

Once completed, screening solution 524 provides applicant feedback 540and conveys applicant details and screening scores to stack ranked tableof applicants 530. Applicant feedback 540 may provide a message to theonline applicant indicating that the screening solution is complete,that the applicant has passed or failed the screening stage, and thatthe applicant may or may not be contacted in due course. Otherinformation may also be provided to the applicant in the feedback pages,like a realistic job preview, recruiter phone number, schedulinginformation, etc.

Once an applicant has completed the screening solution, system 500 ranksthe applicant in comparative order against other applicants in stackranked table of applicants 530. A certain number or percentage ofapplicants in table 530 will be chosen for further consideration. Forexample, the applicants ranking among the top five of all applicantsranked in table 530 may be chosen for advancement in the system at thisjuncture. Information identifying the chosen applicants will be includedon a “short list” as indicated by box 536.

The short list chosen at box 536 is transmitted to selection solution538, at which the advancing applicants are invited to answer selectionquestions. Selection solution 538 asks additional questions and requiresan advancing applicant to input answers. Preferably, the applicantcompletes selection solution 538 while sitting at a terminal located atone of the company's locations. The terminal communicates over theInternet with a website set up to administer the selection solution.

At the conclusion of selection solution 538, applicant feedback 540 isprovided from the website to the applicant, and applicant details andscores 541 are incorporated in stack ranked table 530. Feedback 540 mayoptionally include a sophisticated report on the applicant's strengthsand weakness. The applicant may then be directed to an appropriate webpage chosen by the hiring company. One page may indicated successfulcompletion and a second page may indicate failure. The appropriate webpage may suggest other openings appropriate to the applicant's testresponses and may provide hyperlinks the applicant can use to initiatethe application process for these other openings.

Once stack ranked table 530 re-ranks the applicants as a result ofselection solution 538, some applicants are invited to participate ininterview solution 542. For example, the top three applicants as rankedby table 530 after selection solution 538 may be invited for anin-person interview. Because the selection solution is preferably ininstant communication with stack ranked table 530, the interviewinvitation may be extended immediately at the conclusion of theselection solution.

Interview solution 542 is preferably a structured interview, withquestions provided via the Internet to the interviewer at the company'slocation. The interviewer reads the provided questions and reports ascore over the Internet from the company's location for incorporation instack ranked table 530. Benchmark performance anchors may assist theinterviewer in grading the applicant's responses.

Interview solution 542 can be designed according two exemplary models.In a first model, an employer is provided with standard interview guidesfor several job types as well as the competency templates for thesetypes so that the employer can build variations to meet specific needs.In a second model, an employer can build new interview guides and newcompetency templates. In the second model, the employer has access tothe full array of work-related competencies and associated questions ina comprehensive question bank.

In ranking applicants, stack ranked table 530 may consider a combinationof different biographical, personality, behavioral, and otherappropriate information and competencies. In addition to the comparativeranking, table 530 may indicate for each applicant a yes/norecommendation, a percentage likelihood of successful job performance,biographical information not used for evaluative purposes, and so forth.

Stack ranked table 530 may be developed by grading the various solutionstages with a computer implementing the following algorithm. First,search for disqualifying answers to “knock-out” questions. Second, givepoints for answers matching those of the previously hired candidates whoachieved a successful performance evaluation. Third, deduct points foranswers matching those of the previously hired candidates who receivedan unsuccessful performance rating. Fourth, multiply the added orsubtracted points by any weighting assigned each question. Fifth, sumthe points for all questions related to a given competency. Sixth,compare the summed points for each competency to norms of either thejob-holders in the company or a wider population. Seventh, predictperformance of the applicant as a worker in the job, based on thebusiness outcomes identified by the hiring company and the competenciesthat contribute to those outcomes.

A final selection 546 is made based on stack ranked table 530.Preferably, the selection is transmitted over the Internet to thecompany, enabling the company to make an offer to the selectedapplicant(s). For example, if there is only one opening, an offer may beextended to the applicant ranked highest by stack ranked table 530. Ifthe applicant accepts the offer, the applicant is employed by thecompany. If the applicant declines, the next highest ranked applicant instack ranked table 530 is offered the job. If a plural number ofopenings exist, that number of applicants may be selected off the top ofstack ranked table 530 and offered the job. If one of the applicantsdeclines, the next highest ranked applicant in stack ranked table 530 isoffered the job. Data from stack ranked table 530 is forwarded to datawarehouse 534.

The performance of successful applicants is monitored during theiremployment. At box 550, performance data for successful applicants arecollected at a later date, and sent 548 to data warehouse 534.

Data collected at data warehouse 534 are used for research anddevelopment and for reporting purposes. For example, functions enabledby storing comprehensive data generated by system 500 may include:

a. Storage of question level responses from applicants for jobs. Thiscan be used for re-checking of applicant information (auditing etc.) andfor research to develop new solutions and questions.

b. Reporting on Equal Employment Opportunity Commission requirements.Data on ethnicity etc. can be stored to enable an employer to complywith reporting requirements to government agencies.

c. Source of data for designing new solutions including data on thenature of the job and the competencies that are required by the role(job analysis). This data is collected using online assessments.

d. Source of data for statistical research on correlation between thesolutions and their predicted outcomes for applicants, and the actualoutcomes for employees who were hired (validation studies).

e. Design of solutions other than recruitment related solutions.

f. Reporting of usage volumes for billing and financing accountingpurposes.

Because system 500 preferably uses instant communications, adaptivetesting techniques may be implemented online. An applicant's failure toovercome hurdles in a given solution will deliver a different paththrough the solution than that of a successful applicant. The degree ofadvancement of a given applicant through system 500 may result indifferent charges to the company from a solutions provider. For example,a solutions provider that hosts a website supporting screening solution524, selection solution 538, and interview solution 542 may charge thehiring company the following amounts: one dollar for every applicantcompleting only the screening solution, five dollars for every applicantadvancing only to the end of the selection solution, ten dollars forevery applicant rejected after the interview solution, twenty dollarsfor every applicant offered a job, and fifty dollars for every applicantaccepting an offer.

In practice, any of the various stages (screening solution 524,selection solution 538, and interview solution 542) may be skipped,re-ordered, combined with other stages, or eliminated. Or, a shorttelephone interview may be structured early in the process to quicklyscreen applicants.

FIG. 7 shows an example of a stack ranked table. Computer screen shot700 illustrates a sample stack ranked table 730 for a customer servicejob. Various tabs permit viewing of data generated by each solutionstage. Tab 702 reveals data 703 from a screening solution, tab 704reveals data 705 from a selection solution, tab 706 reveals data 707from an interview solution, and tab 708 reveals all results. In screenshot 700, tab 708 is selected.

Section 709 of screen shot 700 shows general information about eachapplicant, including current rank 710, a link 712 to applicationinformation (not shown), last name 714, first name 716, and applicationdate 718.

Screening solution data 703 includes an indication 720 of whether eachapplicant successfully passed the knockout requirements for the job.Data 703 also includes scores on certain competencies such aseducational and work related experience 722, customer serviceorientation 724, and self-confidence 726. Column 728 indicates whethereach applicant is recommended to advance beyond the screening stage.

Selection solution data 705 includes scores on certain competencies suchas customer focus 732, conscientiousness 734, and problem solving 736.Column 738 indicates whether each applicant is recommended to advancebeyond the selection stage. Column 740 includes a detailed report foreach applicant, while column 750 includes a score.

Additional information (not shown) may include columns for storage ofdata from other decision-making processes such as drug testing,reference checks, or medical exams.

FIG. 8 shows an example of a screening solution question presented to anapplicant taking a screening solution test over the Internet. In screenshot 800, simulated customer contact record 802 is presented to theapplicant. The applicant is asked question 804, and is required to clickon a circle next to one of the answers. Question 804 may test for acompetency in working with information, for example.

FIG. 9 shows an example of a structured interview guide for use in aninterview solution. As illustrated, the interview guide is beingpresented online on a computer screen to an interviewer conducting aninterview with an applicant. Screen shot 900 shows interview item 902for a sample customer service job. The customer service job opening isfor a call center position, and revenue focus has been identified as arelevant and predictive competency. Item 902 elicits from the applicanta situation 904, the applicant's behavior 906 in the situation, and theoutcome 908 reported by the applicant. The interviewer can grade theapplicant's responses to item 902 by marking a score 910 from 1 to 10.

FIG. 10 illustrates procedural steps that may be followed in a web-basedapplicant system according to an embodiment of the present invention.

FIG. 11 illustrates procedural steps that may be followed in a web-basedselection solution according to an embodiment of the present invention.For example, these steps may follow those illustrated in FIG. 10.

FIG. 12 illustrates procedural steps that may be followed by an employeraccording to an embodiment of the present invention.

The following tables provide examples of screening solutions andselection solutions designed for different types of jobs. The tablesshow components (competencies) shown to be relevant to successfulperformance of each job type. In the tables, some components areconsidered required, and others are considered optional.

TABLE 1 Table One: Entry/General Skilled Solutions Solution ComponentDefinition Items Screening 7-10 Minutes Required Educational andMeasures potential for 15 Work-Related success in entry-level jobsExperience across industry type and functional area. Scores on Educationand Work-Related Experience are derived from candidates' responses toquestions regarding developmental influences, self-esteem, work historyand work-related values and attitudes. Self-Confidence This componentreferences: 7 belief in one's own abilities and skills and a tendency tofeel competent in several areas. Optional Decision Measures potentialfor 8 Making/Flexibility success in entry level positions. Scores onDecision Making and Flexibility are derived from candidates' responsesto questions regarding developmental influences, self-esteem, workhistory and work-related values and attitudes. Screening 23-35 MinutesRequired Conscientiousness This component is designed 65 to predict thelikelihood that candidates will follow company policies exactly, work inan organized manner, return from meals and breaks in the allotted time,and keep working, even when coworkers are not working. RetentionPredictor Measures commitment, 44 impulsiveness, responsibility, andmotivation. It predicts the likelihood that new hire will remain on thejob for at least three months. Optional Leaning Ability This componentmeasures 54 the tendency to efficiently (12 minute timer) andeffectively use numerical and analytical reasoning. This competency ischaracterized by the ability to learn work-related tasks, processes, andpolicies.

TABLE 2 Table Two - Customer Service Solution Solution ComponentDefinition Items Screening 8-10 Minutes Required Educational andMeasures potential for 15 Work-Related success in customer serviceExperience jobs. Scores on Education and Work-Related Experience arederived from candidates responses to questions regarding developmentalinfluences, self-esteem, work history and work-related values andattitudes. Customer Service Designed to predict the 20 Orientationlikelihood that candidates will show persistent enthusiasm in customerinteraction, apologize sincerely for inconveniences to customers, bepatient with customers, tolerate rude customers calmly, and search forinformation or products for customers. Optional Self-Confidence Thiscomponent references; 7 belief in one's own abilities and skills and atendency to feel competent in several areas. Screening 17-29-27 MinutesRequired Customer Focus Designed to predict the 32 likelihood thatcandidates will show persistent enthusiasm in customer interaction,apologize incerely for inconveniences to customers, be patient withcustomers, tolerate rude customers calmly, and search for information orproducts for customers. Conscientiousness This component is designed 65to predict the likelihood that candidates will follow company policiesexactly, work in an organized manner, return from meals and breaks inthe allotted time, and keep working, even when coworkers are notworking. Optional Learning Ability This component measures 54 thetendency to efficiently (12 minute timer) and effectively use numericaland analytical reasoning. This competency is characterized by theability to learn work-related tasks, processes, and policies. OptionalRetention Predictor Measures commitment, 44 impulsiveness,responsibility, and motivation. It predicts the likelihood that a newhire will remain on the job for at least three months

TABLE 3 Table Three - Customer Service Solution: Sales PositionsSolution Component Definition Items Screening 9-15 Minutes RequiredEducational and Measures potential for 15 Work-Related success incustomer service Experience jobs. Scores on Education and Work-RelatedExperience are derived from candidates responses to questions regardingdevelopmental influences, self-esteem, work history and work-relatedvalues and attitudes. Customer Service This component is designed 20Orientation to predict the likelihood that candidates will showpersistent enthusiasm in customer interaction, apologize sincerely forinconveniences to customers, be patient with customers, tolerate rudecustomers calmly, and search for information or products for customers.Optional Sales Potential Designed to predict the 23 likelihood thatcandidates will suggest or show alternative solutions based on customerneeds, direct conversation toward a commitment/order/sale, showconfidence even after a hard refusal/rejection, and strive to close atransaction every time. Screening 15-27 Minutes Required Sales PotentialDesigned to predict the 60 likelihood that candidates will suggest orshow alternative solutions based on customer needs, direct conversationtoward a commitment/order/sale, show confidence even after a hardrefusal/rejection, and strive to close a transaction every time.Customer Focus Designed to predict the 32 likelihood that candidateswill show persistent enthusiasm in customer interaction, apologizesincerely inconveniences to customers, be patient with customers,tolerate rude customers calmly, and search for information or productsfor customers. Optional Learning Ability This component measures 54 thetendency to efficiently (12 minute timer) and effectively use numericaland analytical reasoning. This competency is characterized by theability to learn work-related tasks, processes, and policies.

TABLE 4 Table Four - Customer Service Solution: Call Center PositionsSolution Component Definition Items Screening 9-11 minutes RequiredEducational and Measures potential for 15 Work-Related success incustomer service Experience jobs. Scores on Education and Work-RelatedExperience are derived from candidates responses to questions regardingdevelopmental influences, self-esteem, work history and work-relatedvalues and attitudes. Customer Service Designed to predict the 20Orientation likelihood that candidates will show persistent enthusiasmin customer interaction, apologize sincerely for inconveniences tocustomers, be patient with customers, tolerate rude customers calmly,and search for information or products for customers. OptionalSelf-Confidence This component references: 7 belief in one's ownabilities and skills and a tendency to feel competent in several areas.Screening 16-31-39 Minutes Required Customer Focus This component isdesigned 32 to predict the likelihood that candidates will showpersistent enthusiasm in customer interaction, apologize sincerely forinconveniences to customers, be patient with customers, tolerate rudecustomers calmly, and search for information or products for customers.Conscientiousness This component is designed 65 to predict thelikelihood that candidates will follow company policies exactly, work inan organized manner, return from meals and breaks in the allotted time,and keep working, even when coworkers are not working. Working with Thiscomponent is designed 30 information to predict success in (15 minutestimer) customer service call-center jobs by assessing a candidate'sability to retrieve information and use it in order to solve problems.Optional Retention Predictor Measures commitment, 44 impulsiveness,responsibility, and motivation. It predicts the likelihood that a newhire will remain on the job for at least three months.

TABLE 5 Table Five - Customer Service Solution: Call Center SalesPositions Solution Component Definition Items Screening 9-15 MinutesRequired Educational and Measures potential for 15 Work-Related successin customer service Experience jobs. Scores on Education andWork-Related Experience are derived from candidates' responses toquestions regarding developmental influences, self-esteem, work historyand work-related values and attitudes. Customer Service Designed topredict the 20 Orientation likelihood that candidates will showpersistent enthusiasm in customer interaction, apologize sincerely forinconveniences to customers, be patient with customers, tolerate rudecustomers calmly, and search for information or products for customers.Optional Sales Potential Designed to predict the 23 likelihood thatcandidates will suggest or show alternative solutions based on customerneeds, direct conversation toward a commitment/order/sale, showconfidence even after a hard refusal/rejection, and strive to close atransaction every time. Screening 30 Minutes Required Sales FocusDesigned to predict the 60 likelihood that candidates will suggest orshow alternative solutions based on customer needs, direct conversationtoward a commitment/order/sale, show confidence even after a hardrefusal/rejection, and strive to close a transaction every time.Customer Focus Designed to predict the 32 likelihood that candidateswill show persistent enthusiasm in customer interaction, apologizesincerely for inconveniences to customers, be patient with customers,tolerate rude customers calmly, and search for information or productsfor customers. Working with This component is designed 30 Information topredict success in (15 minute timer) customer service call-center jobsby assessing a candidate's ability to retrieve information and use it inorder to solve problems.

TABLE 6 Table Six - Sales Solutions Solution Component Definition ItemsScreening 10-14 Minutes Required Educational and Measures potential for15 Work-Related success in customer service Experience jobs. Scores onEducation and Work-Related Experience are derived from candidatesresponses to questions regarding development influences, self- esteem,work history and work-related values and attitudes. Sales PotentialDesigned to predict the 23 likelihood that candidates will suggest orshow alternative solutions based on customer needs, direct conversationtoward a commitment/order/sale, show confidence even after a hardrefusal/rejection, and strive to close a transaction every time.Optional Customer Service Designed to predict the 20 Orientationlikelihood that candidates will show persistent enthusiasm in customerinteraction, apologize sincerely for inconveniences to customers, bepatient with customers, tolerate rude customers calmly, and search forinformation or products for customers. Screening 10-25-40 MinutesRequired Sales Focus Designed to predict the 60 likelihood thatcandidates will suggest or show alternative solutions based on customerneeds, direct conversation toward a commitment/order/sale, showconfidence even after a hard refusal/rejection, and strive to close atransaction every time. Optional Problem Solving Measures the tendencyto 10 efficiently and effectively use numerical and analyticalreasoning. This competency is characterized by the ability to solvecomplex problems, and make reasoned decisions. Optional CommunicationMeasures the tendency to 10 efficiently and effectively use verbalreasoning. This competency is characterized by the ability to verballyexplain complex information to others.

TABLE 7 Table Seven - Supervisory Solutions Solution ComponentDefinition Items Screening 10-20 Minutes Required Supervisory Measurespotential for 10 Potential supervisory success across industry type andfunctional area. Scores on Supervisory Potential are derived fromcandidates' responses to questions regarding academic and socialbackground, and aspirations concerning work. Judgment Measures potentialfor 10 making good judgments about how to effectively respond to worksituations. Scores on Judgment are derived from candidates' responses toquestions regarding situations one would likely encounter as amanager/supervisor. Optional Leadership/Coaching Measures potential for19 Teamwork/ success as a supervisor. This Interpersonal Skills is doneby having applicants' make judgments about the most effective teamworkand leadership behaviors in specific work situations. Scores aredetermined by comparing their response profiles to the profiles ofsupervisors who are known to be successful. Screening 22-37-52 MinsRequired Business Measures the candidate's 28 Leadership thinkingstyles. High scorers are likely to have or learn good planning andorganizing skills, be innovative, consider issues from multipleperspectives, and create strategies to build their business. RequiredLeadership Measures the candidate's 23 Motivation desire forachievement, drive, initiative, energy level, willingness to takecharge, and persistence. High scorers are likely to be highly motivatedto succeed and to set challenging goals for themselves and others.Self-Leadership Measures the candidate's 32 ability to control emotions,act with integrity, take responsibility for actions, and toleratestress. High scorers are also likely to have a positive attitude, beoptimistic about the future, and demonstrate high levels ofprofessionalism. Interpersonal Measures the candidate's 30 Leadershipinterpersonal characteristics. High scorers are likely to persuade andinfluence others, gain commitment, and build effective interpersonalrelationships. They also have potential to develop skills in the area ofemployee relations, coaching, motivating, and leading a team. OptionalDecision Measures the tendency to 10 Making/Problem efficiently andeffectively Solving use numerical and analytical reasoning. Thiscompetency is characterized by the ability to solve complex problems,and make reasoned decisions. Optional Communication Measures thetendency to 10 efficiently and effectively use verbal reasoning. Thiscompetency is characterized by the ability to verbally explain complexinformation to others.

TABLE 8 Table Eight - Professional Solutions Solution ComponentDefinition Items Screening 7 - Minutes Required Dependability Thiscompetency is 40 characterized to behave in expected and agree uponways; following through on assignments and commitments; keep promises;and accept the consequences of one's own actions. Interpersonal SkillsThis competency is indexed by a tendency to be pleasant, cooperative,and helpful when working with others, as well as flexible in conflictresolution situations. Self-Control This competency is characterized bythe ability to: stay calm and collected when confronted with adversity,frustration, or other difficult situations; and avoid defensivereactions or hurt feelings as a result of others' comments. Energy Thiscompetency is characterized by a preference to stay busy, active, andavoid inactive events or situations. Selection 35-50 Minutes RequiredBusiness Leadership Measures the candidate's 32 thinking styles. Highscorers are likely to have or learn good planning and organizing skills,be innovative, consider issues from multiple perspectives, and createstrategies to build their business. Leadership Measures the candidate's35 Motivation desire for achievement, drive, initiative, energy level,willingness to take charge, and persistence. High scorers are likely tobe highly motivated to succeed and to set challenging goals forthemselves and others. Self-Leadership Measures the candidate's 34ability to control emotions, act with integrity, take responsibility foractions, and tolerate stress. High scorers are also likely to have apositive attitude, be optimistic about the future, and demonstrate highlevels of professionalism. Interpersonal Measures the candidate's 41Leadership interpersonal characteristics. High scorers are likely topersuade and influence others, gain commitment, and build effectiveinterpersonal relationships. They also have potential to develop skillsin the areas of employee relations, coaching, motivating, and leading ateam. Decision Measures the tendency to 10 Making/Problem efficientlyand effectively Solving use numerical and analytical reasoning. Thiscompetency is characterized by the ability to solve complex problems,and make reasoned decisions. Optional Communication Measures thetendency to 10 efficiently and effectively use verbal reasoning. Thiscompetency is characterized by the ability to verbally explain complexinformation to others.

TABLE 9 Table Nine - Managerial Solutions Solution Component DefinitionItems Screening 10-20 Minutes Required Management Measures potential for10 Potential managerial success across industry type and functionalarea. Scores on Management Potential are derived from candidates'responses to questions regarding academic and social background, andaspirations concerning work. Judgment Measures potential for 10 makinggood judgments about how to effectively respond to work situations.Scores on Judgment are derived from candidates' responses to questionsregarding situations one would likely encounter as a manager/supervisor.Optional Self-Confidence This component references: 10 belief in one'sown abilities and skills and a tendency to feel competent in severalareas. Decision Making Measures potential for success as a manager. Thisis done by having applicants' make judgments about the most effectivedecisions in specific work situations. Their potential is determined bycomparing their response profiles to the profiles of successfulmanagers. Selection 20-35-50 Mins Required Business Leadership Measuresthe candidate's 32 thinking styles. High scorers are likely to have orlearn good planning and organizing skills, be innovative, considerissues from multiple perspectives, and create strategies to build theirbusiness. Leadership Measures the candidate's 35 Motivation desire forachievement, drive, initiative, energy level, willingness to takecharge, and persistence. High scorers are likely to be highly motivatedto succeed and to set challenging goals for themselves and others.Self-Leadership Measures the candidate's 34 ability to control emotions,act with integrity, take responsibility for actions, and toleratestress. High scorers are also likely to have a positive attitude, beoptimistic about the future, and demonstrate high levels ofprofessionalism. Interpersonal Measures the candidate's 41 Leadershipinterpersonal characteristics. High scorers are likely to persuade andinfluence others, gain commitment, and build effective interpersonalrelationships. They also have potential to develop skills in the areasof employee relations, coaching, motivating, and leading a team.Optional Decision Measures the tendency to 10 Making/Problem efficientlyand effectively Solving use numerical and analytical reasoning. Thiscompetency is characterized by the ability to solve complex problems,and make reasoned decisions. Optional Communication Measures thetendency to 10 efficiently and effectively use verbal reasoning. Thiscompetency is characterized by the ability to verbally explain complexinformation to others.

TABLE 10 Table Ten - Technical-Professional Solutions Solution ComponentDefinition Items Screening 8 Minutes Required Dependability Thiscompetency is 40 characterized by: a willingness to behave in expectedand agree upon ways; following through on assignments and commitments;keeping promises; and accepting the consequences of one's own actions.Interpersonal Skills This competency is indexed by a tendency to bepleasant, cooperative, and helpful when working with others, as well asflexible in conflict resolution situations. Self-Control This competencyis characterized by the ability to: stay calm and collected whenconfronted with adversity, frustration, or other difficult situations;and avoid defensive reactions or hurt feelings as a result of others'comments. Energy This competency is characterized by a preference tostay busy, active, and avoid inactive events or situations. Selection35-50 Minutes Required Business Leadership Measures the candidate's 32thinking styles. High scorers are likely to have or learn good planningand organizing skills, be innovative, consider issues from multipleperspectives, and create strategies to build their business. LeadershipMeasures the candidate's 35 Motivation desire for achievement, drive,initiative, energy level, willingness to take charge, and persistence.High scorers are likely to be highly motivated to succeed and to setchallenging goals for themselves and others. Self-Leadership Measuresthe candidate's 34 ability to control emotions, act with integrity, takeresponsibility for actions, and tolerate stress. High scorers are alsolikely to have a positive attitude, be optimistic about the future, anddemonstrate high levels of professionalism. Interpersonal Measures thecandidate's 41 Leadership interpersonal characteristics. High scorersare likely to persuade and influence others, gain commitment, and buildeffective interpersonal relationships. They also have potential todevelop skills in the areas of employee relations, coaching, motivating,and leading a team. Decision Measures the tendency to 10 Making/Problemefficiently and effectively Solving use numerical and analyticalreasoning. This competency is characterized by the ability to solvecomplex problems, and make reasoned decisions. Optional CommunicationMeasures the tendency to 10 efficiently and effectively use verbalreasoning and effectively use verbal reasoning. This competency ischaracterized by the ability to verbally explain complex information toothers.

TABLE 11 Table Eleven - Executive Solutions Solution ComponentDefinition Items Screening 20 Minutes Required Executive PotentialMeasures the potential for 53 success in high-level organizationalpositions across industry type and functional area. Scores on ExecutivePotential are derived from candidates' responses to questions regardingwork background, accomplishments, and career aspirations. Selection35-50 Minutes Required Business Leadership Measures the candidate's 32thinking styles. High scorers are likely to have or learn good planningand organizing skills, be innovative, consider issues from multipleperspectives, and create strategies to build their business. LeadershipMeasures the candidate's 35 Motivation desire for achievement, drive,initiative, energy level, willingness to take charge, and persistence.High scorers are likely to be highly motivated to succeed and to setchallenging goals for themselves and others. Self-Leadership Measuresthe candidate's 34 ability to control emotions, act with integrity, takeresponsibility for actions, and tolerate stress. High scorers are alsolikely to have a positive attitude, be optimistic about the future, anddemonstrate high levels of professionalism. Interpersonal Measures thecandidate's 41 Leadership interpersonal characteristics. High scorersare likely to persuade and influence others, gain commitment, and buildeffective interpersonal relationships. They also have potential todevelop skills in the areas of employee relations, coaching, motivating,and leading a team. Decision Measures the tendency to 10 Making/Problemefficiently and effectively Solving use numerical and analyticalreasoning. This competency is characterized by the ability to solvecomplex problems, and make reasoned decisions. Optional CommunicationMeasures the tendency to 10 efficiently and effectively use verbalreasoning. This competency is characterized by the ability to verballyexplain complex information to others.

TABLE 12 Table Twelve - Campus Recruiting Solutions Solution ComponentDefinition Items Screening 12 Minutes Required Supervisory Measurespotential for 26 Potential supervisory success across industry type andfunctional area. Scores on Supervisory Potential are derived fromcandidates' responses to questions regarding academic and socialbackground, and aspirations concerning work. Judgment Measures potentialfor making good judgments about how to effectively respond to worksituations. Scores on Judgment are derived from candidates' responses toquestions regarding situations one would likely encounter as amanager/supervisor. Management Measures potential for Potentialmanagerial success across industry type and functional area. Scores onManagement Potential are derived from candidates' responses to questionsregarding academic and social background, and aspirations concerningwork. Selection 20-35-50 Mins Required Business Leadership Measures thecandidate's 32 thinking styles. High scorers are likely to have or learngood planning and organizing skills, be innovative, consider issues frommultiple perspectives, and create strategies to build their business.Leadership Measures the candidate's 35 Motivation desire forachievement, drive, initiative, energy level, willingness to takecharge, and persistence. High scorers are likely to be highly motivatedto succeed and to set challenging goals for themselves and others.Self-Leadership Measures the candidate's 34 ability to control emotions,act with integrity, take responsibility for actions, and toleratestress. High scorers are also likely to have a positive attitude, beoptimistic about the future, and demonstrate high levels ofprofessionalism. Interpersonal Measures the candidate's 41 Leadershipinterpersonal characteristics. High scorers are likely to persuade andinfluence others, gain commitment, and build effective interpersonalrelationships. They also have potential to develop skills in the area ofemployee relations, coaching, motivating, and leading a team. OptionalDecision Measures the tendency to 10 Making/Problem efficiently andeffectively Solving use numerical and analytical reasoning. Thiscompetency is characterized by the ability to solve complex problems,and make reasoned decisions. Optional Communication Measures thetendency to 10 efficiently and effectively use verbal reasoning. Thiscompetency is characterized by the ability to verbally explain complexinformation to others.

TABLE 13 Table Thirteen - Communication Solution Solution ComponentDefinition Items Selection 37 Minutes Required Listening Measure of thetendency to 73 Orientation listen to and understand others'perspectives, to care for others, to accept and respect the individualdifferences of people, and to be open both to multiple ideas and tousing alternative mode of thinking. English Language Measures usage ofverb Skills tense and sentence construction. Scores on English LanguageSkills are derived from candidates responses to grammar questions.Verbal Measures verbal reasoning Reasoning/Critical skills and criticalthinking/ Thinking reasoning skills. Scores on Verbal Reasoning Abilityare derived from candidates' responses to analogies and questions aboutinformation provided in brief reading passages.

TABLE 14 Table Fourteen - Series Six/Seven Success Solution SolutionComponent Definition Items Screening 36 Minutes Required Problem SolvingMeasures the ability to 20 analyze and evaluate information. Scores onProblem Solving are derived from candidates' responses to mathematicaland analytical reasoning items, requiring candidates to response tofacts and figures presented in various formats. Verbal Measures verbalreasoning Reasoning/Critical skills and critical Thinkingthinking/reasoning skills. Scores on Verbal Reasoning Ability arederived from candidates' responses to analogies and involves makinginferences from information provided in the form of brief passages

TABLE 15 Table Fifteen - Information Technology Aptitude SolutionSolution Component Definition Items Screening 18 Minutes RequiredCritical Thinking Measure reasoning and 58 critical thinking skills.Scores on Critical Thinking are derived from candidates' responses toinformation provided in the form of brief passages. Problem SolvingMeasure the ability to analyze and evaluate information. Scores onProblem Solving are derived from candidates' responses to mathematicaland analytical reasoning items, requiring candidates to respond to factsand figures presented in various scenarios. Communication Measures theability to efficiently use verbal information. Scores on Communicationare derived from candidates' ability to identify synonyms. SpatialAbility Measure the ability to visually manipulate objects. Scores onSpatial Ability are derived from candidates' ability to correctlyidentify the number of blocks in progressively difficult figures.

Although the disclosure has focused on recruiting applications, thegenerated data may be used in other human capital applications. FIG. 13illustrates a human capital management life-cycle. Measurement and data1301 is initially used in the context of recruiting 1302. For recruiting1302, screening, selection, and interview solutions measure applicants'competencies and predict on-the-job performance and thus contribution tobusiness outcomes.

For compensation 1303, data about potential can be weighed againstperformance data to ensure that high potential employees who are ondifficult assignments where they are structurally constrained fromsucceeding are not underpaid by pure focus on performance. For example,structural constraints may include business environments, poor staff,unreliable equipment, etc.

For retention 1304, businesses with jobs that high turnover use thesystem to ensure that applicants have qualities that contribute tolonger tenure in roles.

For performance role 1305, the system can be used to enhance thevalidity of employee performance evaluation.

For training and development 1306, a company may test current employeesin order to design executive training programs addressing eachindividual's strengths and weaknesses. Or, for employees that took atest and were hired despite weaknesses, the data can be used tostructure appropriate training.

For succession 1307, data on employees may be collected in the processof organization mergers to assist planning for retrenchment or change.Also, by measuring competencies and mapping them between roles, it ispossible to assess the potential that an individual may have for a roleother than the job they are currently holding, such as for a promotionor a transfer to another area.

The foregoing description is to be considered as illustrative only. Theskilled artisan will recognize many variations and permutations withinthe spirit of the disclosure.

1. A computer-implemented method of screening and selecting persons for a position for an employer comprising: providing an online screening solution that automatically determines if a given candidate is suitable for the position in response to a plurality of questions asked as part of the online screening solution; providing an online selection solution having questions related to a plurality of competencies related to the position, the online selection solution being distinct from the online screening solution and including questions other than survey and skill questions which have answers that are validated and correlated as being predictive of success for the position; using a computer processing system to statistically correlate job performance ratings of a plurality of workers who were hired with previous answers given by the plurality of workers to the questions in the online selection solution before the plurality of workers was hired to validate and correlate the questions as being predictive of success for the position; for candidates who are determined by the online screening solution to be suitable for the position, automatically creating a rank order of applicants from the candidates based at least in part on responses of the candidate as compared to the validated and correlated answers to questions in the online selection solution for the plurality of competencies; and making the rank order of such applicants available online to the employer as a dynamic filter for aiding in the selection of applicants for the position.
 2. The computer-implemented method of claim 1, further comprising: automatically rank ordering those candidates from the online screening solution; and making the rank ordering of those candidates from the online screening solution available online to the employer.
 3. The computer-implemented method of claim 2, further comprising: permitting the employer to select which of those candidates from the online screening solution are permitted to use the online selection solution.
 4. The computer-implemented method of claim 1, wherein: the step of providing the online screening solution is provided without proctoring; and the step of providing the online selection solution is provided with proctoring.
 5. The computer-implemented method of claim 1, wherein the step of providing the online selection solution comprises: including scorable questions for factors other than background, knowledge and skills of the applicants as factors that may be correlated and validated with at least one of the plurality of competencies.
 6. The computer-implemented method of claim 1, wherein: the step of providing the online screening solution is accomplished by making the online screening solution accessible to candidates via at least one of an Internet website and an interactive telephonic interface.
 7. The computer-implemented method of claim 1, wherein: the step of providing the online screening solution includes presenting at least one knockout question to an applicant whereby the applicant is determined to be unsuitable for the position based on a response to a single question that forms the knockout question.
 8. The computer-implemented method of claim 1, wherein the step of providing the online selection solution comprises: utilizing a plurality of separably scorable sections of questions.
 9. The computer-implemented method of claim 8, wherein the step of providing the online selection solution further comprises: scoring each scorable section upon completion by the applicant; and presenting questions for a next scorable section only if the applicant has successfully passed a previous scorable section.
 10. The computer-implemented method of claim 9, further comprising: providing a customized message to the candidate based on whether the applicant passed the previous scorable section.
 11. The computer-implemented method of claim 8, wherein the step of providing the online selection solution comprises: providing a first set of questions correlated to customer service; providing a second set of questions correlated to working with information; and providing a third set of questions correlated to sales potential.
 12. The computer-implemented method of claim 11, wherein the step of providing the online selection solution further comprises: as part of the rank order that is automatically created, generating scores for each of the first, second and third sets of questions to predict performance, potential and tenure of the applicants.
 13. The computer-implemented method of claim 1, further comprising: providing a customized message to the candidate based on the online screening solution determining whether the candidate is suitable for the position or not.
 14. A computer-implemented method of screening candidates for a position for an employer comprising: providing an online solution having a plurality of scorable sections of questions each related to a competency other than background, knowledge and skills of the candidates, wherein the questions have answers that are validated and correlated as being predictive of success for the position in terms of at least one of performance, potential and tenure of the candidates; using a computer processing system to statistically correlate job performance ratings of a plurality of workers who were hired with previous answers given by the plurality of workers to the questions before the plurality of workers was hired; automatically creating a rank order of candidates for the position based at least in part on responses of the candidate as compared to the validated and correlated answers to questions in the online solution, wherein the rank order includes scores for each of the plurality of scorable sections; and making the rank order of such candidates available online to the employer as a dynamic filter for aiding in the screening of candidates for the position.
 15. The computer-implemented method of claim 14, wherein: the step of providing the online solution is accomplished by making the online solution accessible to candidates via at least one of an Internet website and an interactive telephonic interface.
 16. The computer-implemented method of claim 14, wherein: the step of providing the online solution further includes presenting at least one knockout question to a candidate whereby the candidate is determined to be unsuitable for the position based on a response to a single question that forms the knockout question.
 17. A computer-implemented method of screening candidates for a position for an employer comprising: providing an online solution having a plurality of scorable sections of questions each related to a competency other than background, knowledge and skills of the candidates, wherein the questions have answers that are validated and correlated as being predictive of success for the position in terms of at least one of performance, potential and tenure of the candidates; using a computer processing system to statistically correlate job performance ratings of a plurality of workers who were hired with previous answers given by the plurality of workers to the questions before the plurality of workers was hired; automatically creating a rank order of candidates for the position based at least in part on responses of the candidate as compared to the validated and correlated answers to questions in the online solution and including performing the steps of: scoring each scorable section upon completion by the candidate; and presenting questions for a next scorable section only if the candidate has successfully passed a previous scorable section; and making the rank order of such candidates available online to the employer as a dynamic filter for aiding in the screening of candidates for the position.
 18. The computer-implemented method of claim 17, further comprising: providing a customized message to the candidate based on whether the candidate passed the previous scorable section. 